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Anesthesiologists As Operating Room Directors: Results of a Survey Steven Boggs1*, Elizabeth Frost1 and Jessica Feinleib2

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Anesthesiologists As Operating Room Directors: Results of a Survey Steven Boggs1*, Elizabeth Frost1 and Jessica Feinleib2 Boggs et al. Int J Anesthetic Anesthesiol 2016, 3:041 DOI: 10.23937/2377-4630/3/1/1041 International Journal of Volume 3 | Issue 1 Anesthetics and Anesthesiology ISSN: 2377-4630 Research Article: Open Access Anesthesiologists as Operating Room Directors: Results of a Survey Steven Boggs1*, Elizabeth Frost1 and Jessica Feinleib2 1Department of Anesthesiology, Icahn Medical School at Mount Sinai, New York, USA 2Department of Anesthesiology, Yale Medical Center, New Haven, USA *Corresponding author: Steven Boggs, Department of Anesthesiology, Icahn Medical School at Mount Sinai, New York, NY 10029, USA, E-mail: [email protected] time first case start and transparency of OR utilization are just some Abstract of these factors [2-4]. Background: Many ideas have gone into the development of the concept of the Perioperative Surgical Home (PSH) and To underscore the importance of surgery and procedures for Enhanced Recovery after Surgery (ERAS). Many anesthesiologists facilities, a recent study demonstrated that cancelled surgeries have a have advocated for an increased role in operating room (OR) highly significant financial impact on hospitals ($4,500/cancelled case) management, advancing from OR managers to OR directors with [5]. Managing an OR requires both medical and business acumen. For greater decision making and improved means of communication. OR directorship, though, many other attributes are required including However, there is little uniformity at present in the running of ORs around the country. leadership over the entire perioperative process, a collaborative work ethic and the ability to understand and enforce policies and Methods: In an attempt to better understand how ORs are run and to gauge the response and attitude of both academic and procedures, ensuring that Standards of Care are known and followed, as general practice anesthesiologists to playing an increased role, we demonstrated in some recent job application sites [6,7]. performed an international literature review, followed by a survey Historically, either surgeons or anesthesiologists have acted as both by internet and at a national meeting. medical managers in ORs. These individuals have focused primarily Results: Of 19 identified articles, 7 were from primarily non-English on ensuring that facilities have met medical standards of care (a legal speaking countries. All articles noted that rational management of term). Operating room directors, in contrast, have typically come the OR requires appropriate data collection to make both strategic and tactical decisions. The E mail and meeting survey garnered from nursing services and these individuals have usually been tasked 350 responses. Analysis indicated that the OR was managed with improving turnover and other metrics of performance in the by an anesthesiologist in 52% of cases, by a nurse in 46%, by operating suite. Unfortunately, the objectives that nurses who are OR a surgeon in 18% and by a team approach in 18%.Only 34% directors pursue may not reflect those most significant to the facility, responded that the OR leaders had any training in management. as they tend to focus rather on reduction of under-utilized OR time An overwhelming 94% gave a positive response to the query about and nursing labor costs instead of total revenue and contribution whether anesthesiologists possess the skills to be OR directors as margin to the facility as well as other more focused medical issues [8]. either the team leader or as part of a team. While 71% were aware of PSH/ERAS, only 34% used these models. With the development of the Perioperative Surgical Home Conclusions: Almost all the anesthesiologists polled believed that (PSA) and Enhanced Recovery after Surgery (ERAS), a compelling they were in the best position to direct the OR. Complex skills are argument might be made that anesthesiologists should assume required and currently are not adequately taught. overall leadership in the OR. For example, as Dexter et al point out, anesthesiologists have several principle opportunities for net cost Introduction reduction by eliminating unnecessary interventions that do not have the potential to benefit patients (e.g. routine preoperative testing), Management of operating rooms (OR) has become increasingly decreasing fresh gas flows with inhalational agents and optimizing staff complicated over time. Case scheduling and time management assignments [9]. The objectives of an anesthesia group are to maximize in the OR suite have always been critical skills, but knowledge of case production and efficiency and minimize OR downtime. These and compliance with hospital, state and national regulations and objectives mirror those of the facility. Anesthesiologists would seem budgetary matters have grown in importance, complexity and to have ideal backgrounds to serve both as medical directors of the significance to hospitals. The OR accounts for up to 60% of the OR and as overall OR directors because their work place is primarily revenue of a facility and up to 40% of its expenses [1]. Numerous in the OR suite and they interact with all surgical and procedural factors in the perioperative period can and must be optimized to services. Increasingly their work also involves provision of services improve patient safety as well as both patient and surgeon satisfaction at off-site, non-OR locations. In addition, anesthesiologists organize and increase profit margins. Improved scheduling to add greater staff scheduling, often for very large departments, and manage large efficiency, standardization of processes, especially as regards to drug capital budgets. Most importantly, however, it is in the best interests management, better operational reporting, clearer throughput, on of anesthesiologists and facilities to minimize underutilized OR time. Citation: Boggs S, Frost E, Feinleib J (2016) Anesthesiologists as Operating Room Directors: Results of a Survey. Int J Anesthetic Anesthesiol 3:041. doi.org/10.23937/2377-4630/3/1/1041 ClinMed Received: December 18, 2015: Accepted: January 28, 2016: Published: January 30, 2016 International Library Copyright: © 2016 Boggs S, et al. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited. DOI: 10.23937/2377-4630/3/1/1041 ISSN: 2377-4630 However, many anesthesiologists feel they are already receive refresher training in statistics and then learn to both gather overburdened, especially balancing work and family. For this reason data and make decisions based on the data so obtained. Examples of we sought to devise a pilot study to assess attitudes of anesthesiologists the case studies from the course include: to the concept of assuming the greater responsibilities of OR • Anesthesia preoperative evaluation clinics directorships. • Decision-making on the day of surgery Methods • Service-specific operating room staffing Our study involved two parts. The first was a literature review; the second a survey. For the literature review, we worked with the • Operating room financial assessment for tactical decision- reference librarian at the Levy Library at the Icahn School of Medicine. making A search was conducted in the English, French, German and Spanish • Economics of reducing turnover times literature with the following keywords: • Economics of anesthetic agents • Anesthesiologist(s) as operating room director • Strategic planning: financial impact of different types of • Anesthesiologist(s) + operating room director surgery • Anesthesiologists + running the operating room • Anesthesiologist and nurse anesthetist staffing • Nurses as operating room director • Physician agreements - Anesthesia support & surgeon blocks • Nurse + operating room director • Showing differences among hospitals and their surgical • Nurse + running the operating room practices • Operating room (OR) Director A recent survey of anesthesiology training programs revealed that • Anesthesiologist + operating room (OR) director while residents and program directors felt that they received adequate instruction in quality management and OR scheduling, they did not • Medical Director + operating room (OR) (surgeon, receive enough training in actual practice management - particularly as anesthesiologist) it pertains to cost containment [25]. Only a few established programs In addition, general search engines were used to identify available in the Management of Perioperative Services exist (Stanford, MGH, residency and post-residency training programs in OR management Irvine, and Columbia). Most residents finish their training, believing in all specialties. that they know how to “run the board,” which involves triaging cases and assigning anesthesia staff. However, without testing this For the survey, in November 2014 an e-mail questionnaire was assumption cannot be made [21,22]. Moreover, most residents do not sent to all anesthesiologist registrants at the Post Graduate Assembly graduate with significant understanding of OR management, which (PGA) meeting of the New York State Society of Anesthesiologists includes leadership skills, logistics, communication systems and (NYSSA) in New York. Information sought consisted of basic understanding of the financial and accounting skills for efficiently demographic data, OR management at individual facilities, views managing an OR suite. Such a skill-set differs radically from the on the role of the anesthesiologist
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